Leadership and Employee Development Practice Exam
Course Introduction
This course explores fundamental theories and practical approaches to leadership within organizations, with a particular focus on cultivating employee development. Students will examine various leadership styles, motivation techniques, and strategies for fostering a positive workplace culture that encourages both professional and personal growth among employees. Through case studies, group discussions, and interactive activities, participants will learn how to assess individual and team needs, implement effective training programs, and create supportive environments that enhance employee performance, satisfaction, and retention. The course also addresses contemporary challenges in workforce management, including diversity, remote leadership, and the impact of technological change on employee development.
Recommended Textbook
Managing Performance through Training and Developmen 8th Edition by Alan
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14 Chapters
944 Verified Questions
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Page 2
M Saks
Chapter 1: The Training and Development Process
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69 Verified Questions
69 Flashcards
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Sample Questions
Q1) An organization's learning and training strategy most often will NOT directly influence its training and development programs.
A)True
B)False
Answer: False
Q2) If an organization is concerned about the relationships between members of the organization and external stakeholders, what should be the goal of its training and development programs?
A) human capital
B) social capital
C) work engagement
D) performance management
Answer: B
Q3) Work engagement is a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and attention.
A)True
B)False
Answer: False
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Chapter 2: Learning and Motivation
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67 Flashcards
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Sample Questions
Q1) John wants to be a member of Canada's Olympic hockey team in ten years. What kind of goal is John pursuing?
A) mastery
B) distal
C) proximal
D) performance
Answer: B
Q2) Which of the following points is NOT supported by material in the textbook?
A) Training is simply the means for accomplishing the goal.
B) Training is the process of acquiring knowledge and skills.
C) Training occurs when a new behaviour has been learned and it can be thought of as a skill.
D) Training is the distal goal of training and development.
Answer: D
Q3) Training motivation predicts learning and training outcomes and is influenced by environmental and individual factors.
A)True
B)False
Answer: True
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Page 4
Chapter 3: The Needs Analysis Process
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68 Verified Questions
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Sample Questions
Q1) One of the key outputs of an organizational analysis is determining the congruency of a potential training program and the corporate or business-level strategy.
A)True
B)False
Answer: True
Q2) If an organization was not planning on designing and delivering a training program but the provincial government has just introduced a new bill that requires training, what is this called?
A) mandated training
B) compliance training
C) government training
D) required training
Answer: B
Q3) Self-assessment is best used when there is no time or resources to conduct a needs analysis.
A)True
B)False
Answer: False
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Chapter 4: Training Design
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69 Verified Questions
69 Flashcards
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Sample Questions
Q1) What has research concluded about active learning?
A) it is effective for developing adaptive expertise
B) it is effective for learning rigid policies and procedures
C) it provides the trainer with much more control over trainees' learning processes
D) it gives trainees much less control over their learning experience
Q2) Coaching and performance aids are two examples of blended training.
A)True
B)False
Q3) Before a training session begins, a group of trainees get together to determine and agree on team roles and responsibilities as well as team performance expectations for the group. Which of the following pre-training interventions is this group of trainees likely using?
A) preparatory information
B) pre-practice brief
C) conditions of practice
D) goal orientation
Q4) Define and briefly describe the term active practice.
Q5) Describe the differences between massed and distributed practice, and explain the benefits of each.
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Chapter 5: Off The Job Training Methods
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Sample Questions
Q1) You are a training specialist responsible for training bartenders for a nightclub chain. You have decided to incorporate the notion of fidelity into your training plan. In a training context, describe and contrast physical and psychological fidelity. How would you incorporate these elements of fidelity into your training program?
Q2) If a trainer is going to use a mixed-modelling strategy, what outcome is he most likely interested in achieving as a result of the training?
A) behavioural repetition
B) behavioural reproduction
C) behavioural generalization
D) behavioural reinforcement
Q3) In which training method do trainees discuss, analyze, and solve problems based on a real-life situation?
A) group discussion
B) case incident
C) case study
D) role play
Q4) Compare and contrast the case study and the case incident methods.
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Chapter 6: On The Job Training Methods
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Sample Questions
Q1) A successful mentoring program should have specific evaluation criteria against which the success of the program will be measured.
A)True
B)False
Q2) RBC's Career Launch program described in the textbook uses primarily job enrichment and coaching to help break the cycle of "no job, no experience" in Canadian youth.
A)True
B)False
Q3) Identify and describe some of the benefits associated with using on-the-job training methods.
Q4) What should a human resource department do at a strategic level when putting together a job rotation plan for its employees?
A) job rotations should be provided to employees in non-management roles only
B) job rotations replace more traditional training and recruitment methods
C) job rotations should replace all other on-the-job training methods
D) job rotations should be integrated into the larger training program
Q5) What is coaching and what are the four core elements of coaching?
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Chapter 7: Technology-Based Training Methods
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Sample Questions
Q1) An electronic performance support system is simply a digital variation of a traditional performance aid.
A)True
B)False
Q2) What is mobile learning and what are its advantages and disadvantages?
Q3) One of the key benefits of computer-based training is the system's ability to record participation and trainee results, which may allow a company to limit its liability should it have to prove employees in fact completed specific training activities.
A)True
B)False
Q4) Computer simulations are being used across a variety of training themes, including soft-skills training for various skills such as leadership, sales, customer service, and financial services.
A)True
B)False
Q5) Briefly compare and contrast technology-based training and traditional training methods.
Q6) Describe online and distance education and discuss two new developments.
Q7) What are synthetic learning environments (SLEs)? Discuss two examples of SLEs.
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Chapter 8: Training Delivery
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Sample Questions
Q1) Mike has been charged with designing a lesson plan dealing with negotiation strategies. Under which section of a lesson plan would he include articles and links to websites dealing with negotiation strategies?
A) training objectives
B) sequence of instructional design
C) training materials
D) trainee handouts
Q2) Which of the following is the LEAST important quality of an effective trainer?
A) is able to draw on his or her experiences
B) displays mastery of the topic
C) makes sure the training program is fun
D) displays characteristics of an expressive trainer
Q3) What seating arrangement would you suggest is congruent with having trainees work in groups to solve real company challenges?
A) high intensity
B) high involvement
C) low intensity
D) moderate involvement
Q4) What is a trainability test? How is it useful for training employees?
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Chapter 9: Transfer of Training
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Sample Questions
Q1) If a training program includes different models that model different situations, what training design element has been included?
A) identical elements
B) stimulus variability
C) general principles
D) debriefs
Q2) After completing a training program many of the trainees are having trouble applying what they learned in training on the job. They have contacted the trainer for assistance. What should the trainer do to help them?
A) relapse prevention
B) self-coaching
C) booster session
D) upward feedback
Q3) Research on training transfer found that among the work environment factors, a positive transfer climate was the strongest predictor of transfer.
A)True
B)False
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Available
Chapter 10: Training Evaluation
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Sample Questions
Q1) What is the most significant advantage of conducting learning tests with trainees?
A) When budgets are being reduced, learning tests give objective evidence that they enhance performance and so training should continue.
B) If trainees consistently score low on some aspect of the course, they will need to do more work.
C) If insufficient time has been devoted to developing learning tests, the results could be arbitrarily inflated.
D) In cases of accidents or litigation, the employer can prove the employee was trained adequately.
Q2) For both self-report and observational data, it is important that the measures focus on specific behaviours as opposed to general behaviours because specific behaviours are more likely to be valid and accurate.
A)True
B)False
Q3) Compare and contrast the concepts of perceived support and anticipated support.
Q4) What is the Internal Referencing Strategy (IRS) and how does it work? Be clear about how it is used to evaluate a training program.
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Page 12
Chapter 11: Training Costs and Benefits
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Sample Questions
Q1) Non-monetary benefits are similar to behaviour or Level 3 evaluation criteria.
A)True
B)False
Q2) Break-even analysis can be very useful because it helps eliminate the uncertainty associated with the estimates of the various parameters used to calculate utility.
A)True
B)False
Q3) The effect size measures the difference in performance between trained and untrained employees.
A)True
B)False
Q4) You have decided to use a costing scheme that separates costs according to the nature or kind of cost. In which category would you include the cost of doing a needs analysis and the cost of evaluating a training program?
A) developmental costs
B) overhead costs
C) indirect costs
D) direct costs
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Page 13
Chapter 12: Training Programs
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Sample Questions
Q1) Most Canadian companies offer some kind of basic skills training.
A)True
B)False
Q2) What kind of program does TOTAL E&P Canada of Calgary provide to employees?
A) mental health program
B) fitness program
C) nutrition program
D) health and wellness program
Q3) Evidence on safety training suggests that instructional methods such as simulations and hands-on training have a positive impact on trainees' ability to learn and transfer.
A)True
B)False
Q4) What percentage of overall training content provided by Canadian organizations is devoted to essential skills training?
A) 10 percent
B) 20 percent
C) 29 percent
D) 2 percent
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Page 14
Chapter 13: Management and Leadership Development
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Sample Questions
Q1) According to the Conference Board of Canada Learning and Development Outlook, more than one-third of Canadian organizations have a coaching and/or mentoring program in place. What percentage of these organizations consider coaching and mentoring to be positive tools in their people development strategies?
A) 12 percent
B) 65 percent
C) 55 percent
D) 78 percent
Q2) Within the context of a decisional role, when a manager moves the unit in a direction that takes advantage of opportunities or shifts the activities of the group to reduce threats the manager is said to be acting as an entrepreneur.
A)True
B)False
Q3) Management education refers to the acquisition of a broad range of managerial knowledge and general conceptual abilities.
A)True
B)False
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Chapter 14: The Evolution and Future of Training and Development
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Sample Questions
Q1) What trainee characteristic is least likely to be strengthened when making training and development programs effective?
A) self-efficacy
B) cognitive ability
C) training motivation
D) motivation to transfer
Q2) Variables such as demographics, industry-centric learning, changes in the nature of work, and social media are the driving forces behind the concept of Learning 2.0.
A)True
B)False
Q3) The Institute for Performance and Learning identified a series of competencies for learning professionals. At the centre of the competencies wheel is partnering with training and development professionals.
A)True
B)False
Q4) What is a learning environment? Describe the materials and activities that can be found in a learning environment.
Q5) Discuss the key factors that make training and development programs effective.
Page 16
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